Thesis (Ph. D.)--University of Texas at Austin, 2003. / Vita. Includes bibliographical references. Available also from UMI Company.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.

Thesis (Ph. D.)--Rutgers University, 2009. / "Graduate Program in Industrial Relations and Human Resources."

As education evolves, leadership processes change. The concept of a single senior leader, with siloed divisions often providing direction, is transforming into a team-based culture. While there is substantive research on school-site leadership, research is limited on how the central organization impacts the system. It identified individual leadership characteristics but had not adequately addressed impact of a senior leadership team. This study addresses the concept of senior leadership teams with divisions and executives working collaboratively. It identifies characteristics of effective leadership teams to explore how they can be successfully created and sustained; and it investigates the senior leader’s role in, and what factors and methods can be replicated to sustain, team effectiveness. Four organizations participated: one school district, one government agency and two for-profit organizations. Twenty-five senior leaders and team members completed a DiSC and Five Behaviors of a Cohesive Team assessment; a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis; and a hiring values survey. All were interviewed individually and as a group, and the structured and semi-structured instruments were chosen to explore group characteristics in such a way that the data would point to replicable information. Study elements, coupled with my expertise in team development and leadership, allowed me to critically consider data and identify three emerging themes. While aspects of these themes have been previously identified, they have not been linked as a pathway to creating and sustaining effective teams as a route to organizational excellence leading to student achievement. First, there is a strong relation between the factors of team culture, membership, and expectations and engagement as a foundation of an effective team. Second, crucial team management and engagement methods were identified as key to long-term sustainability. Third, the senior leader’s impact is significant to team success based on team leadership style and methodology. A paradigm emerged changing traditional leadership hierarchy to a new dynamic of leading from the center. The research indicates that deliberately designing teams may have greater potential for success and long-term effectiveness. Further research is encouraged to address issues relating to virtual teams and identify successful strategies in team building and implementation. / Thesis (PhD)--University of Pretoria, 2019. / Humanities Education / PhD / Unrestricted

Dissertation (PhD)--University of Stellenbosch, 2007. / Bibliography. Also available via the Internet.

Thesis (D. Min.)--New Orleans Baptist Theological Seminary, 2006. / Includes abstract and vita. "October 2006" Includes bibliographical references (leaves 189-198).

This thesis makes a conceptual contribution to the field of school leadership studies with a descriptive and analytical representation of the current practice and development of leaders in English Primary schools. The aim of the research is to investigate the development of nineteen school leaders, nesting their own vivid descriptions of their leadership development within a professional researcher enquiry for new knowledge and understanding. An extensive literature review locates the argument in a historical and cultural context, directed by the first research question: ‘What are the knowledge claims about the changes to school leadership and management in the policy and research literature in the last twenty-five years?’ The second research question asks: ‘What are the knowledge claims of the practice of school leadership in Primary schools as found in the official and research literature?’ Findings from the literature provide knowledge of the official expectations and advice given to school leaders in the implementation of their work. The literature also provides knowledge of leadership practice associated with issues of power, micro-politics, social and moral frames used by leaders as social agents in interpreting their leadership. Research questions three and four direct the field-research asking: ‘How are leadership roles practised and developed in Primary schools?’ and ‘What are the empirical findings that build knowledge of Primary school leadership practice and development?’ A case-study methodology structured the field-work, with qualitative research conducted in four Primary schools in North-West England during one academic year, 2008-2009. The empirical data for the case was primarily collected from nineteen members of four Senior Leadership Teams (SLT) through semi-structured interviews and observations of SLT meetings. The analysis of the full research findings is presented in an original construction of leadership, conceptualised as the PIVOT. This framework presents the key findings as integrated factors in a holistic frame around a central point, the PIVOT of leadership, which is explained as the Purpose, the Identity, the Values, the Options and the Trust, presenting wider issues for educational leadership decisions. The final research question five asks: ‘What recommendations can be made for policy and practice regarding school leadership development in Primary schools?’ Findings from the case-study make a contribution to knowledge about current school leadership practice and development, explained as a holistic, integrated approach underpinned by a wider, educative rationale, identified in the PIVOT framework. This raises issues for policy-makers and school practitioners in the development of Primary school leaders as educational leaders and provides a resource for further research enquiry by academic researchers with an interest in developing Primary school leaders.

This study aimed to provide evidence for the reliability and validity of the Systems Coaching Survey (SCS). Systems coaching is an approach to building capacity among groups of educators to drive educational reform efforts by employing seven interdependent sets of skills (interpersonal communication, data-based problem solving, team facilitation, content knowledge dissemination, leadership, professional learning, evaluation). The SCS was designed to measure educators’ skills to facilitate implementation of a multi-tiered system of supports (MTSS). The 41-item survey was piloted nationally in the spring of 2017 by 1,060 educators across 180 schools in six U.S. states who had responsibilities for facilitating MTSS practices in their schools. This study used multilevel confirmatory factor analysis to examine the construct validity and reliability of the tool at the educator and school levels. Results indicated support for seven factors at the educator level representing the seven systems coaching skill sets, and one between-level factor labeled School Context. Congeneric reliability estimates were in the acceptable to high ranges. Implications for future research on the SCS and use of the tool in practice are discussed.

Secondary administrative and leadership teams continuously search for practices that bolster cultural proficiency to address increasingly diverse student cohorts. This qualitative case study identifies the culturally responsive school leadership (CRSL) behaviors and expressions of 24 high school administrative and leadership team members in a suburban school district in Utah. Data reveals how each team demonstrates the behaviors and expressions of CRSL framework and how these behaviors and expressions position each school on the culturally proficient continuum. Superimposing the CRSL behaviors and expressions on the cultural proficiency continuum provides a current reality for administrative and leadership teams to assess their tipping points and how to move toward cultural proficiency.

Two trends have increased the importance of cross-boundary teaming in schools. School educators face more interdisciplinary tasks and problems. They are also further required to include diverse voices derived from students’ greater demographic diversity toward creating culturally inclusive school education. In light of this, cross-boundary teaming—where members share, leverage, and integrate divergent knowledge derived from different functional and demographic backgrounds to resolve shared tasks and problems—becomes an important form of collaboration for school members and especially School Leadership Teams (SLTs). Yet few studies in education leadership have directly informed the actual practice of SLTs’ cross-boundary teaming, which is largely defined from the cultural and political perspectives that mainly stress the team/organization’s structural conditions. Therefore, by employing Edmondson and Harvey’s (2018) model highlighting the functional and agency perspective, I explored one SLT’s cross-boundary teaming practice in depth. To achieve this goal, I selected one teacher leadership team (TLT) in one New York City public middle school and conducted a single case study with various coding techniques. I found that the TLT engaged in the five cross-boundary teaming practices by differentiating its team dynamics to address five challenging situation types derived from different patterns of knowledge boundary types in connection with their team contexts. The five cross-boundary teaming practices included (a) developing shared pools of meanings, (b) mixed use of deep-knowledge sharing and rapid knowledge co-construction, (c) distributing team leadership, (d) managing external boundary with their administrators, and (e) activating different challenging situations at the team level. The five cross-teaming practices overall suggested that TLT’s team dynamics—which I conceptualized as two learning layers—were varied, depending on the five knowledge boundary types along with their team contexts. I believe that by suggesting one TLT’s specific team-learning interactions and mindsets through two learning layers, my findings contribute to complementing the limitations of the existing literature on SLTs to further help SLTs work effectively. Furthermore, by empirically demonstrating one TLT’s cross-boundary teaming, I believe my findings contribute to extending Edmondson and Harvey’s (2018) conceptual model—which illuminates knowledge boundaries as another important factor navigating team dynamics and increasing team effectiveness in the context of interdisciplinary teams.